Sample Quantity Surveyor Resume

Contact information

Brian S. Bremmers

17 Street

Jacksonville

Florida

Career objective 

Looking for a challenging position of the Quantity Surveyor Resume the reputed University with a view to use my wide experience for the benefit of the organization.

 

INTRODUCTION AND SCHOOLING. Born in Solihull on 23rd. June 1945, attended Solihull Public School until I was sixteen years of age. Whilst training as a professional tennis player I continued studies obtaining GCE O & A level passes before enrolling on the IQS/RICS approved course at what was then called Coventry City Polytechnic College of Further education, which was subsequently part of Warwick University. FURTHER EDUCATION. At Coventry City Polytechnic's Faculty of Building I took a three year course passing the Institute of Quantity Surveyors Final Examinations in 1972, and was admitted to the following professional bodies:Institute of Quantity Surveyors. (1972) Incorporated Association of Architects and Surveyors. (1973) Faculty of Building. (1974) Chartered Institute of Arbitrators. (1974) British Institute of Management. (1975) Royal Institution of Chartered Surveyors. (1983) CURRENT PROFESSIONAL INSTITUTION MEMBERSHIP. Institution of Chartered Surveyors. Membership nr MRICS - (contact details removed). EMPLOYMENT HISTORY HENRY W. KING AND PARTNERS 1965/1967. QUANTITYSURVEYORS. STRATFORD-UPON-AVON. WARWICKSHIRE. Employed as a trainee quantity surveyor working a broad spectrum of projects providing structured comprehensive training. Projects included new build and renovation, in the Local Authority and Private Sectors. The L/A housing schemes comprised traditional estates, retirement bungalows, warden assisted accommodation and apartments including all ancillary services and installations. The Practice also had wealthy individual clients, major banking groups and building so cieties. Whilst working at H.W.K and P's the advantages of multidiscipline working techniques were experienced. Training was provided by Partners within the practice, as an articled clerk. COVENTRY CITY CORPORATION 1967/1969. Following discussions with the Professional Institutions I moved to Coventry City Corporation, to obtain the experience of working on large city centre redevelopments to obtain Town Planning experience. I therefore joined the City Architects and Planning Department of Coventry City Corporation spending two years preparing contract documents on major city centre developments comprising retail and office projects. During this period the new City Fire Fighting Facility was commissioned and the emergency services facilities upgraded. I also had my first experience of building contractors becoming insolvent when Lavender MacMillan went into receivership. It was an immense task to account for the finances and negotiate with a new contractor to complete the works, on a major part of a Town Centre redevelopment. To the present time it has allowed me to recognise the initial sign of what a recession can do and how to safeguard clients from the consequential effects.

 

 

W. H. SAUNDERS & SON. ARCHITECTS. TOWN PLANNERS. AND CHARTERED SURVEYORS. OF COVENTRY. 1969/1972. The next move in the gaining of responsibility and experience was to the commercial sector. Coventry, at this time, was in the grips of a huge building programme and I was offered the chance to become involved with the redevelopment of Station Square for the client Copthall Holdings. The partnership was a multi disciplined practice where I became the manager of the Quantity Surveying Office. Projects ranged from fifteen and seventeen story office blocks, a bridge block, and various lower level mixed units of retail and office occupancy. We were also retained to complete the fitting out for the offices including a doctors clinic, several restaurants, and offices. Other commissions comprised H. Samuels (jewelers’) redeveloping their Corporation Street store in  (contact details removed), to appointments for the National Westminster Bank and the Leeds Permanent Building Society. Following winning commissions and completing the RSPCA animal centre at Doncaster, I became involved in Arbitrations, one of the more notable being the Sea Wall at Broadstairs in Kent. It was during this period that I developed the basic skills of proactive management, effective communications with colleagues and other disciplines, report writing, preparing budgets and cost control, programming and project management. Having now started to obtain a reputation for promoting Project Management as a professional skill, I was approached to manage the practice set out below. WYVERN DESIGN GROUP. ARCHITECTS. TOWN PLANNERS. AND CHARTERED SURVEYORS. OF SWINDON. 1972/1976. Like Saunders Wyvern Design Group was a “multidiscipline” practice where I saw my future being best served. I ran the QuantitySurveying Department which had a huge back log of Final Accounts, Settlements, and Claims to undertake and resolve. In the first year I improved office management techniques and brought the practices into line with RICS and RIBA methods, and preferred practices, closed over thirty Final Accounts and claims on major building and civil engineering projects, and managed an ongoing portfolio of projects. There was a large housing division within the practice which was to manage one of the then largest housing developments in Europe, but we were diversified and procured many projects from the then Halif ax Building Society under the Chairmanship of Albert Thayer, National Westminster Bank and Showerings the Brewery Group. Also at this time the practice took on the Anchor Butter Facility adjacent the M4, which was then the largest refrigerated food store in Europe. PROPERTY SERVICES AGENCY. D. W. AIR. USAFE/NATO AT RAF RUISLIP. 1976/1980. Whilst working at Wyvern I was approached by the Agency and asked to work on the project known as 'The Hardened Protection Facilities for the Advanced NATO Bases Europe' . This task involved the preparation of contract documents for the construction of aircraft shelters, runways, petroleum storage, liquid oxygen storage, communication bunkers, fallout shelters, shops, leisure facilities, and various accommodations on the seven Advanced USAFE and NATO bases at Alconbury, Lakenheath, Bentwaters, Woodbridge, Mildenhall, Upper Heyford, and the reserve base of Boscombe Down. During these duties I was fast tracked and trained at HMG Establishments, in management, personnel, operation of Government, USAF & NATO liaison, HR counselling, cost control, reporting and various security related functions and weapons training. These projects were an unusual amalgam of Civil Engineering and Building Works executed within a security controlled environment, yet the bases had to remain operational throughout the Construction Period. After a successful tour of duty I moved on to the construction of Electronic Warfare Facilities as detailed below. This work allowed me to further develop my technical abilities, and expand my communication skills. I have the ability to achieve goals and targets without infringing political

 

 

PROPERTY SERVICES AGENCY. D. W. AIR. USAFE/NATO AT RAF RUISLIP. 1976/1980, CONTINUED. parameters. I was asked to undertake these specialist works because of my ability to work in a multidiscipline environment liaising with the United States Air Force Corp of Engineers and the North Atlantic Treaty Organisation Officials. Following this success I was moved onto my next defence related work with GEC. THE GENERAL ELECTRIC COMPANY PLC 1980/89. As Project Manager I was responsible from inception to handover for various facilities and projects. Many of these were subject to The Official Secrets Act, highly technical in nature and politically sensitive. My projects included a new Headquarters Building for the Marconi Company to replace the old Grove House at Stanmore in Middlesex, electronic warfare evaluation and weapons guidance test facilities, several anechoic chambers and their associated buildings, aircraft test rigs, and numerous laboratories computer rooms and offices. Sites were located at Stanmore, Hemel Hempstead, Rochester, Bristol and of course Chelmsford. My brief was to design, build, and commission to cost and time. Meet the challenge and solve problems, changes that bedevil the construction industry and high tech. facilities. Compliance with The Ministry of Defence orders and the criteria set down by Executive Procurement were essential. I pioneered the use of the performance specifications for the installation of large technical equipment acquisitions ensuring that the specialist subcontractors and suppliers performed to contract terms and conditions, time and cost constraints. This period in my career constantly demanded the seeking of alternative solutions and confirmed the necessity of having an inquiring mind. The anechoic chamber facilities were acquired from the construction division of the Boeing Corporation of America (BoeCon). The principle achievement for me was to convert the scientific requirements into a language which allowed the facilities to be built to our requirements in the UK. I completed these contractual commitments by the beginning of the 1990's , which lead me to the next phase of my career. CONSULTANCY AND AGENCY WORK. 1989 to 1998. Since I was completing my work with GEC it seemed sensible to undertake work for other clients. Therefore from 1990 to 1996 I worked for a number of clients both here in the UK and overseas. These clients comprised property developers, investors and building contractors. Most of this work centered around London and involved organisations such as Hutley Holdings, The Brookwood Cemetery and London Necropolis and National Mausoleum Company, Jagtech Ltd, and T. H. Kenyon and Sons Plc, and many more. The projects ranged from refurbishment to new build and the management of portfolios, plus the acquisition of land for investment and de velopment. It was during this period that I learnt about the practical applications restrictive covenants. Restrictive covenants may have great value. Some covenants are enforceable and others may not be, but all covenants have value. I was retained to research these matters and to report to various institutional clients in order that they may be better versed in the value or otherwise of the acquisitions they were making. I was using Agencies during this period to supplement my own client base and Jagtech for example would ask me to go and work for their clients helping iron out the problem companies or practices which were suffering with staff shortages, or where work load was unpredictable. I not only have the advantage of professional abilities, but I re gularly worked for both contractors, civil engineers, builder developers and professional consultants. I am adaptable and fit into scenarios without any undue difficulties. In some cases I have written my own brief.

 

 

1998 ONWARDS. In 1998 I moved my home to The Midlands and within a few weeks of moving to Warwickshire I became the Senior Quantity Surveyor at a local civil engineering contractor. I was able to secure a number of high profile contracts for them including the rebuilding of the Temperate Rooms at the Jepherson Gardens at Leamington Spa, and a Ministry Contract at DM Kineton, Warwickshire. In September 2001 I took on a short term project for Redrew Homes ( (contact details removed)) Ltd., who had a backlog of subcontract final accounts and claims to settle. I proved myself in the Commercial Division by settling non standard substructure and civil engineering infrastructure accounts, reducing the financial obligations of the Company by more than £500,000. I achieved this success by taking their construction contracts and subcontracts and setting up an audit trail. I was thus able to identify where cost reductions could be achieved, where the company had been over charged for work which had not been done or improperly executed, all to an amount exceeding £500,000. My original appointment was supposed to last for 6 weeks and I was working with them for more than a year. Around Christmas of that year I was asked if I would take the Land Department on in a caretaker role while they restructured the department. I did as they required and then went back to my Commercial duties. Commercial duties were very broad. 1998 ONWARDS CONTINUED. I looked into the accounts of their utility contracts and started by negotiating credits from Utility Companies, and reducing their Section 38, 106, and 278 commitments. I subsequently addressed all non standard works, supervisors time and cost capturing allocation recording systems, and reducing insurance claims liabilities upon the Company. Finally I improved the management of Defect Liability inspections, office management, and of course streamlined payment and control of subcontract accounts. I completed my time with the Company from within the Commercial Department helping to set up the project management structure for the development known as Southbank, Albion Street, Wolverhampton. This six week appointment lasted about 15 months. OPTIMA INFRASTUCTURE MANAGEMENT MANAGINGING AGENT FOR THE HIGHWAYS AGENCY AREA 11 In September, 2003 Hill McGlynn found me the next appointment working in the Commercial Department of Optima Infrastructure Management. Optima was a joint venture between W. S. Atkins and Jarvis Accord , and this trading name was established in 2001/2 following the successful bid for the Highways Agency MAC Area 11 contract. The Commercial Department had been under resourced, and were unsuccessful in attempting to recruit experienced quantity surveyors capable of handling design, construction, computer systems and management problems from within a multidiscipline contracting environment. Optima was a progressive organisation sending its staff on many and various courses which allows me to contribute to the job and the joint venture. In June 2004 I joined the permanently employed staff working for Optima as a Senior Quantity Surveyor, employed directly by the Joint Venture Company handling a large proportion of their turnover comprising the Small Works Summary Programme of Derived Price Schemes. These duties were subsequently extended to include the financial management of the Meir Tunnel and the maintenance of the Area 7 Depot sites. This was again extended to incIude LNMS, RR and Structures reporting as the Commercial Manager, programming and prioritising the schemes and works. I set out below a detailed summary of my duties:Commercial duties I was senior quantity surveyor with Optima Infrastructure Management being the leadquantity surveyor for Small and Summary Works, which comprised the commercial administration of between 90 to 165 schemes per annum. Additionally I was responsible for commercial matters associated with the Meir Tunnel maintenance and improvement works, maintenance and

 

 

upgrading of seven network depots, and associated surveys and pre-start exploratory COMMERCIAL DUTIES CON’T. investigation for all of the above. The annual budget varied from between £15 m to £25m depending on the Highways Agency Budget. The Area 11 Managing Agent Contract extended over an area East of  (contact details removed), West of Coventry, South of Stoke on Trent and North of the M6 in the South. The end of the Commission is June 2009 and I had a Tupe Agreement to transfer me to Area 9. Operationally new schemes are value managed by scoring the proposed works against predetermined criteria, and the scheme subsequently entered onto a benchmark programme for the appropriate financial year. Estimated costs are checked, designs verified and the schemes monitored and vetted against hold points. I allocated the completed design packs to a team member, monitor and supervise the preparation of the commercial package prior to submission to the HA for approval. Submissions to the HA comprised a priced document broken down into labour, plant and materials in an elemental format derived from the 16 schemes which formed the original bid, accompanied with the specification and drawings etc. The pack also includes a risk register, H & S information incorporated in a CDM appendix. I held regular meetings to monitor progress and resolve any difficulties which have not been foreseen. These meetings are reported to the HA and compared with the benchmark progress. Charts and graphs support this process. The usual cycle of a building contractors office were also incorporated in the schedule so that bills are submitted to the HA for payment, and subcontractors paid all of which is tied into the monthly valuation of work completed process. A system of orders and requisitions control both sub-contractor and direct labour and I monitored and planned the activities in conjunction with the construction supervision managers. Construction costs were checked against separately prepared cost plans thus enabling margins to be maintained. A separate process booked space on the network to avoid clashes particularly in connection with the deployment of traffic management. To ensure that all criteria had been met and before final approval could be given by the HA a verification and signing off procedure was followed . COMPUTER SYSTEMS We employed Causeway Estimating for preparation of the priced documents, Siteman for cost capturing, Infor captures staff, consultants and time charge and the HA provide a system for monitoring progress. The Area 11 turnover was between £55m to £75m per annum. STANDARDS, PROCEDURES AND PRACTICES I initiated and implemented procedures to monitor and update professional standards including efficiency, communications and presentational systems. One of the most effective measures that I instigated was the centralisation of subcontract enquiries which measure incorporated the computerisation of the total system. All enquiries were despatched electronically. I also brought all of the qs’s into head office to control the monitoring of performance and init iate and improve professional standards. PLACING SUBCONTRACT ORDERS, SPECIALIST SURVEYS, SOIL AND SITE INVESTIGATIONS, AND SPECIALIST REPORTS SUCH AS ASBESTOS SURVEYS. Subcontract order raising and approval was controlled by a separate process and register (which assisted with the accrual process) and subbeys were only be selected from an approved list. Market testing was a major objective and function of the audit trail for compliance with contract terms and conditions. Additionally performance of subcontractors was monitored at regular review meetings. ORDERING OF MATERIALS The scheme qs’s were authorised to order materials against the limitations of the cost plans plus my signature to provide an additional check. Over runs could then be headed off. VALUATIONS & PAYMENT OF SUBCONTRACTORS & SPECIALISTS Monthly valuations were prepared on a scheme by scheme basis to allow payment requests to be claimed from the HA. The valuation was agreed with each scheme QS and the total co-ordinated by me. I also prepared and submitted the compensation events where additional funds were contractually due to unforeseen circumstances. During the preparation of each valuation a cost value reconciliation check was incorporated into the valuation process and should there be any

 

 

adverse report it was immediately and thoroughly investigated. PROGRAMME MONITORING AND REPORT WRITING The principal management tool for monitoring progress of schemes was the benchmark programme, which recorded progress from inception to completion. The team provided all of the input which I assembled co-ordinated and reported. ACCESS TO THE NETWORK All of the team had to be familiar with these procedures and the booking of road space was down to single source responsibility. TTRO functions were in place at various hold points to ensure compliance. Monitoring of this function was checked finally at the verification stage and I checked that all was in place and signed off. DISPUTE RESOLUTION The company had a stated resolution policy. In such a complex process managers had to intercept issues before disputes arose. Where this was not possible we aimed to resolve by negotiation adopting a proactive attitude. AUDITS I was part of the internal audit team. I did not audit my own duties but I could audit my staff duties as part of the audit team. STAFF H & S WELFARE TRAINING All my staff were university graduates being at various stages within their education. They had to make regular visits to their projects and were fully instructed in all aspects of H & S matters, personal protective clothing and SEN tracking procedures. I was required to authorise site visits prior to departure, and training had to be up to date. TRAINING I attended regular training courses and list some of the more significant which have taken place:Work psychology Commercial management techniques. Difficult situations management Self awareness and Myers Briggs studies. Environmental regulations and compliance. NEC contract courses Road safety barrier regulations TD19 Power point presentations Microsoft updates and presentation techniques. CDM regulations H & S courses CSCS registration SEN site monitoring procedures HA courses on policy and procedures Contractual dispute resolution RICS membership requiring lifelong learning commitment STAFF APPRAISAL AND TRAINING Staff appraisals were carried out annually, records agreed and an action list drawn up to agree the way forward. A six month check is made to see both sides of the agreement are adhering to the appraisal findings. OPTIMA INFRASTUCTURE MANAGEMENT MANAGINGING AGENT CONTRACT FOR THE HIGHWAYS AGENCY AREA 11 ENDED 30TH. JUNE 2009 AND WAS REPLACED AND ABSORBED INTO THE AREA 9 AMEY LG MANAGING AGENT HIGHWAYS AGENCY CONTRACT WHICH COMMENCED 1ST.JULY 2009. I have been TUPED into the prestigious new commission as the Commercial Team Leader for the largest of the Managing Agents Contracts in the UK. I have a team of 15 Quantity Surveyors handling in excess of £35m per annum of Provider works schemes. My duties are similar to those detailed above for the previous Commission. The scale of the operation is however approximately twice the size in geographical area including large parts of the M5, M6, M42, M54 and major lengths of associated & linked Trunk road infrastructures. Duties now extend to Target Cost submissions, lump sum works, cost reimbursable works and 3 rd.

 

 

Party works. OPTIMA INFRASTUCTURE MANAGEMENT MANAGINGING AGENT CONTRACT FOR THE HIGHWAYS AGENCY AREA 11 ENDED 30TH. JUNE 2009 AND WAS REPLACED AND ABSORBED INTO THE AREA 9 AMEY LG MANAGING AGENT HIGHWAYS AGENCY CONTRACT WHICH COMMENCED 1ST. JULY 2009 CONTINUED. The major difference to the previous Commission is not just the size of the area but principally that the Ts & Cs are based on a revised contract where the scheme submissions and approvals are built up on the basis of a Target Cost contract. Although I am 65 years of age my employment contract has been extended by a further two years. My broad variety of experience and my proven management ability has resulted in a fortunate and unusually enthusiastic attitude towards my work and colleagues. SKILLS My aim is to keep up to date with modern techniques and applications, and I have attended a large number of courses on a regular basis. Attitude – I come from a multi-disciplined back ground and I have a good team working ethos. Especially when trying to achieve targets, I believe that it is essential to lead from the front by example. When the provision and flow of designs allow, the Team have processed between 200 and 250 schemes per annum which is a remarkable achievement for a team of 12 quantity surveyors, comprising 3 trainees, 4 assistants, 4 graduates and myself. Communications – essential to our success, has been the Team’s an ability to communicate, which is not purely built on my ability, but is an illustration the teams trust in me. Procedures – coping with a moving target is part of the job and procedures are always being modified and updated. I have always disseminated information well anticipating the provision of systems to access information easily. Highways Agency – the HA is a challenging client having a large multi-disciplined interface which is frequently changing and evolving. I like to know that if I am called away because of other duties my colleagues have the ability to stand in and deal with virtually any enquiry. Quantity Surveying – there is a two role function for me in this position; firstly to keep my knowledge up to date and secondly to ensure my colleagues receive the benefit of my knowledge and experience, and share in the courses that I attend. Resources – when asked by management to set up this team capable of processing between 200 to 250 schemes per annum I put a business plan together with a lead in time of 3 months from inception to implementation. The first year we achieved all of our goals. Finance & Accounts – My duties have been extended to include systems design based on a unique Tracker which I have designed and developed over the years, and which is adaptable to most forms of construction processes. A large part of my Commercial Team have followed me to th e new commission and I have seen their careers develop over years of support. Record Keeping – This is a major function of my duties, and we have all gained experience in not only keeping records but as importantly in retrieving the information and maintaining either hard copy of electronic records in an efficient method and format. Audits – I have used my audit duties to broaden my knowledge of the corporate depth of the operating company and of the regulations required to meet contractual, statutory, an d corporate duties and obligations. My objective – maintain my high professional standards and achievements. I aim in the future to apply to the RICS for Fellowship of the Institution. FUTURE OBJECTIVES AND GOALS I am seeking to hand over the “reigns” of my current appointment. I am a UK resident and I have been lucky enough to purchase a holiday home in Spain. I am seeking an overseas appointment in a warmer climate preferably Spain or Southern France. Location is not an issue since my Wife and I have agreed that it would be desirable for me to be close to my work rather than travelling. For the right opportunity we would temporarily locate near to my employment.

 

 

FUTURE OBJECTIVES AND GOALS CONTINUED I feel that I have a great deal of experience to contribute to a future employer and I am keen to continue my future employment.

 

 

References

Brian S. Bremmers

Manager

Wap Company.

Brian_ Bremmers @gmail.com